How to Price a Service So It Is Actually Worth Selling

A customer saying yes does not automatically mean you have priced your service well.

It may mean you have found a strong offer.

It may also mean you have accidentally offered £1,500 worth of work for £300 and the customer has wisely decided not to interrupt you.

Low prices can make an offer easier to sell. They can also make the business impossible to sustain.

This is particularly dangerous when you are starting with skills you already have. Because the work feels familiar, you may underestimate its value. Because you are new to selling it independently, you may feel you have not yet earned the right to charge properly.

So you price cautiously.

Then you add a discovery call, preparation, personalised materials, two rounds of revisions, messages between sessions and a follow-up meeting. By the time you finish, the service has consumed twice the time you expected and produced less income than a respectable weekend shift.

The problem is not simply that the price was low.

The price was disconnected from the actual offer, the work required and the financial purpose of the business.

A sustainable price must do several jobs at once. It must make sense to the customer, compensate you for delivering the result, cover the costs the customer never sees and leave enough profit for the business to continue.

It should also support the reason you started the business.

If your aim is to create an extra £1,000 a month, fund a major trip, reduce your working hours or build income for retirement, the offer must produce a realistic path to that number.

Otherwise, you may build something customers like, you deliver well and you cannot afford to keep selling.

The real problem is pricing before you understand the work

Many new business owners choose a price by looking at one of three things:

• what competitors appear to charge

• what they personally would be comfortable paying

• the smallest number they can say aloud without feeling presumptuous

None of these is enough.

Competitor prices may not reflect your offer, costs, experience or business model. Your personal spending habits may have little connection with what the intended customer values. And emotional comfort is a particularly unreliable financial system.

Before setting the price, you need to understand what you are selling.

That includes:

• the result

• everything required to produce it

• the time involved before, during and after delivery

• direct expenses

• business overheads

• the level of personalisation

• the support included

• the risk and responsibility you accept

• the number of customers you can realistically serve

• the income the offer is supposed to generate

Pricing comes after defining the offer because the contents affect the economics.

A 60-minute advisory session is not necessarily one hour of work. It may also require reviewing documents, preparing recommendations, writing notes, arranging the appointment, processing payment and answering follow-up questions.

A two-hour workshop may require two days of research, slide development and rehearsal.

A £25 physical product may include materials, packaging, transaction fees, failed deliveries and the occasional customer who places an order at 11:48 p.m. and expects it to arrive before breakfast.

If you price only the visible part, the invisible work comes out of your profit.

Why capable women often underprice

Underpricing is frequently described as a confidence problem.

Sometimes it is.

But several different issues can produce the same low number.

You are comparing your new business with your established career

You may have 20 or 30 years of professional experience while having very little experience selling a defined offer independently.

That creates a strange tension.

You know you are highly capable, but you feel new.

So you price as though the years of judgement, pattern recognition, specialist knowledge and practical experience do not count because the business name is recent.

The customer is not paying for how long your website has existed.

She is paying for your ability to help produce the result.

You may decide to use a lower pilot price while testing a new format. That can be sensible. But the reduction should reflect the untested offer, not erase the experience that makes you able to deliver it.

You are pricing what feels easy to you

Work becomes easier after you have done it repeatedly.

You can listen to a messy situation and identify the real problem in 20 minutes. You can review a document and immediately see what is missing. You can create a practical plan while the customer is still explaining why nothing else has worked.

That speed is evidence of experience.

It is not proof that the work has little value.

A customer is not buying the amount of struggle you experience while completing the task. She is buying the benefit of having the right person do it accurately and efficiently.

You do not want to appear greedy

Money can become tangled with identity.

You want to help. You want to be fair. You may serve women, small businesses, community organisations or people you understand personally. Charging a meaningful price can feel incompatible with being generous.

But a price that makes you resent the work is not generous.

A service that exhausts you, loses money or disappears after six months does not help customers for very long.

Fairness includes the customer receiving the promised result. It also includes the business being compensated well enough to deliver that result responsibly.

You are trying to make the offer suitable for everybody

Your intended customer may be able and willing to pay £1,000 for an important result.

But you can think of someone who cannot.

So you lower the price for the entire market.

This does not necessarily solve the accessibility problem. It may simply create an underfunded service.

A better approach could be to offer different formats.

For example, the private service may cost £1,000. A small-group version may cost £350 per person. A self-guided resource may cost £75.

The lower-priced option requires less of your individual time. The premium option provides more direct support.

Access should be designed into the business model. It should not depend on quietly discounting every offer until you can barely afford to deliver it.

You fear the customer will say no

She might.

A higher price can reduce the number of people willing or able to buy.

That does not automatically make the price wrong.

If 20 people buy an offer that leaves you £20 of profit each, you have created 20 delivery obligations and £400 of gross profit.

If five people buy a more substantial offer that leaves £400 of gross profit each, you have £2,000 and considerably fewer customers to serve.

Sales volume alone does not tell you whether an offer is working.

The right question is whether enough suitable customers will pay a price that makes the business worthwhile.

What a sustainable price needs to cover

A sustainable price is not simply your desired hourly rate multiplied by the time spent with the customer.

At minimum, it should account for five things.

1. Direct delivery costs

These are costs created specifically by making a sale.

For a service, they might include:

• specialist software used for that customer

• printed materials

• travel

• room hire

• postage

• subcontractor fees

• transaction charges

• customer-specific licences

• materials supplied during delivery

For a physical or digital product, direct costs may include:

• production

• packaging

• fulfilment

• platform commissions

• payment fees

• customer support

• affiliate payments

• refunds and replacements

If selling the offer causes you to incur the expense, it belongs in the calculation.

Do not ignore small charges because each one looks harmless. Five separate £3 expenses have still taken £15 from the sale.

2. Your delivery time

Count all the time required to fulfil the promise.

For a private service, this may include:

• reviewing the enquiry

• preparing for sessions

• attending sessions

• producing documents

• completing research

• setting up tools

• corresponding with the customer

• revising the work

• closing the project

• providing agreed follow-up support

If a £500 service contains four hours of meetings, three hours of preparation, two hours of administration and three hours of follow-up, it requires 12 hours rather than four.

That is approximately £41.67 in revenue per delivery hour before expenses, overheads, tax or unpaid business activity.

You may still decide that the price is appropriate for a pilot. At least you will be making that decision with the correct number.

3. Business overheads

Some expenses support the business generally rather than one particular customer.

These may include:

• website hosting

• professional insurance

• accounting

• software subscriptions

• marketing

• telephone and internet costs

• professional memberships

• training

• equipment

• administrative support

• legal and financial services

Your individual offer does not need to carry the full monthly cost, but your total sales must cover it.

A business can look profitable when you compare the sale only with direct delivery costs. The picture changes when the website, software, accountant and other operating expenses arrive.

4. A buffer for the unexpected

Delivery rarely behaves exactly as predicted.

A customer reschedules twice. A technical problem adds two hours. A printed item must be replaced. You discover that your original process omitted an important step.

You may also need to allow for:

• refunds

• payment disputes

• failed payments

• extra administration

• corrections

• reasonable contingencies

• currency fluctuations

• periods of lower sales

A buffer does not excuse poor planning. It recognises that even a well-run business encounters variation.

If the price only works when absolutely nothing goes wrong, it does not work.

5. Profit

Paying yourself for delivery is not the same as creating profit.

Payment for your labour compensates you for doing the work. Profit is what remains after the business has paid its delivery costs, its share of overheads and the people involved, including you.

Profit gives the business room to:

• improve the offer

• invest in better tools

• survive quiet periods

• develop new products

• hire support

• build reserves

• reward the risk of ownership

• contribute to the financial goal behind the business

If every pound of revenue is immediately consumed by delivery, you may have created work for yourself without creating much of a business.

Start with the financial purpose

Pricing becomes easier when the income has a job.

“Make more money” is difficult to design around.

“Generate an additional £1,000 a month after direct expenses” gives you something to calculate.

Suppose your Fabulous 50 Fund goal is £12,000 over the next year.

That could potentially come from:

• 120 sales at £100

• 48 sales at £250

• 24 sales at £500

• 12 sales at £1,000

• six sales at £2,000

These figures refer to revenue, not profit, but they expose the practical differences between possible offers.

Can you reach and serve 120 customers?

Would the £100 offer require personal delivery?

Could you find two £500 customers each month?

Does the £2,000 result feel important enough to the intended buyer?

Would six sales create a healthier business than 120?

The answer depends on your audience, offer, credibility, sales process and capacity.

This is why price cannot be separated from business design.

A low-priced product can work when it reaches enough buyers without requiring much additional delivery time. A high-touch service may need a higher price because every customer consumes limited capacity.

You are choosing both a price and the number of customer relationships the business will require.

The difference between affordable and viable

“Will people pay this?” is an important question.

It is not the only one.

You must also ask, “Can I afford to sell it?”

An offer can be attractive to customers and financially poor for the seller.

Imagine you create a four-week private programme priced at £400.

It includes:

• four one-hour sessions

• individual preparation

• a personalised action plan

• written feedback

• messaging support

• templates

• a final review

You estimate that each customer requires ten hours in total.

Direct costs and payment fees come to £20.

That leaves £380 before overheads and tax, or £38 for each hour of delivery.

Now consider the time you spend finding customers. If each sale also requires several hours of content creation, conversations and sales calls, the effective return is lower.

Could the price still be viable? Possibly.

Perhaps it is a paid pilot. Perhaps customers usually continue into a profitable follow-on service. Perhaps the delivery becomes more efficient after several rounds.

But if you need ten customers a month to meet your target, delivery alone would require approximately 100 hours. Customer acquisition and business administration would sit on top of that.

The offer may be affordable to the buyer while being incompatible with the life you want.

A sustainable price must account for both sides.

Do not ask what you would pay

You are not automatically your customer.

You may have different income, priorities, beliefs, responsibilities and purchasing habits.

You may happily spend £1,500 on professional training and refuse to pay £60 for a manicure. Another customer may make the opposite decision without asking either of us for permission.

People do not value categories equally.

They spend according to:

• how important the problem feels

• how urgently they want it solved

• what the result could change

• the alternatives available

• the consequences of delay

• their trust in the provider

• their available resources

• how they normally make purchasing decisions

Your personal reaction to the number is weak evidence unless you closely resemble the intended buyer and are currently experiencing the same problem.

Speak to customers. Examine competing offers. Observe what people already purchase to solve the problem.

Then assess whether your proposed price is credible for the market and viable for you.

Competitor pricing is evidence, not an instruction

Researching comparable offers can help you understand the market.

Look at:

• who the offer serves

• the result promised

• the delivery format

• the amount of personal support

• the provider’s experience and evidence

• the timescale

• what is included

• the price

• how the offer is positioned

Do not compare based on the name alone.

Two “business coaching packages” may have almost nothing else in common. One may be a self-guided course with a monthly group call. Another may include private advisory sessions, research, written recommendations and hands-on implementation.

A competitor charging £250 does not prove that £250 is the market price.

They may have lower costs. They may serve a different buyer. They may make their profit elsewhere. They may be deliberately using the offer to acquire customers.

They may also have priced it badly.

Competitor research gives you a range and helps you understand buyer expectations. It does not relieve you of doing your own calculations.

Price the result and the work

“Charge for value” is common advice.

It is useful until people interpret it to mean that costs and capacity no longer matter.

Value-based thinking asks what the result is worth to the customer.

Cost-based thinking asks what the offer requires from the business.

You need both.

Suppose you help a consultant create a process that recovers £10,000 in overdue invoices. The result has meaningful financial value.

But charging £9,000 simply because the customer recovered £10,000 may not make sense. Your contribution, evidence, alternatives, risk and market position all matter.

At the other extreme, charging £150 because the work took three hours may ignore years of expertise and the significance of the result.

A sensible price sits at the intersection of:

• customer value

• delivery requirements

• market expectations

• your credibility and evidence

• business capacity

• financial goals

No single formula can make the final decision for you.

The calculations establish the floor. Customer value and market evidence help you decide how far above it the price can reasonably sit.

Four useful pricing approaches

Different offers may require different pricing methods.

1. Fixed project price

The customer pays an agreed amount for a defined result and scope.

This works well for:

• audits

• setup projects

• written deliverables

• strategy work

• application support

• defined consulting engagements

• implementation projects

The customer knows the cost in advance. You benefit from becoming more efficient without automatically earning less.

Fixed pricing requires clear boundaries.

If the customer can request unlimited revisions, additional meetings and loosely related tasks, the project is not truly fixed. Only the price is.

2. Session or hourly pricing

The customer pays for a defined amount of your time.

This can suit:

• advisory calls

• tutoring

• specialist appointments

• troubleshooting

• short consultations

• work where the scope cannot be predicted in advance

Time-based pricing is easy to understand, but it can limit income because every sale requires more hours.

It may also penalise expertise. If experience allows you to solve the problem in one hour rather than four, billing only for time can make increased efficiency less profitable.

Use it when time is genuinely what the customer is purchasing or when it provides the cleanest way to handle an uncertain scope.

3. Package pricing

Several related elements are combined around one outcome.

For example:

The Interview Ready Package: two preparation sessions, review of the role requirements, a practice interview and written feedback for £650.

The package is easier to evaluate than purchasing each component separately.

Package pricing works best when the components belong together and the customer needs most of them to achieve the result.

Do not create packages by collecting unrelated extras until the total looks impressive.

4. Recurring pricing

The customer pays regularly for continuing value.

This may suit:

• ongoing advisory access

• maintenance

• regular reviews

• content production

• compliance updates

• community access

• accountability

• replenished products

• monitoring services

Recurring pricing should correspond with a recurring need.

Charging monthly does not turn a one-time result into continuing value. If the customer receives everything useful during the first month, cancellation is a rational decision.

Be clear about what the recurring payment produces each period.

Should you show the price publicly?

There is no universal answer.

Showing the price can:

• filter out unsuitable enquiries

• reduce unnecessary sales conversations

• make purchasing easier

• demonstrate confidence

• help customers decide before contacting you

Keeping the price off the page may make sense when:

• the scope varies substantially

• the work requires diagnosis

• several stakeholders are involved

• the service is customised

• a proposal is necessary

• suitability must be assessed first

Do not hide the price merely because discussing money feels uncomfortable.

If the offer is standardised and the customer can buy it directly, making her schedule a call to discover the price may introduce unnecessary friction.

If the final price genuinely depends on the work, explain what affects it. You can provide a starting price, typical range or example engagement.

“Contact for pricing” tells the customer very little.

“Projects begin at £2,500, with the final fee based on the number of teams and systems included in the review” gives her something useful.

When a pilot price makes sense

A pilot price can help you test a new offer while recognising that the format and process are still being refined.

Use one when:

• the offer has not yet been delivered in this form

• you need customer feedback

• you want to create case studies

• delivery time is still uncertain

• you are testing the result with a small group

The pilot should still have:

• a defined customer

• a clear outcome

• an agreed scope

• a real price

• a start and end date

• expectations for feedback

• a stated standard or intended future price

For example:

The pilot price is £600 for the first five participants. The planned standard price is £900. In return for the reduced rate, participants agree to provide detailed feedback and allow anonymised results to be used in future marketing.

This makes the reason for the reduction clear.

Avoid describing a permanent low price as “beta” for the next three years.

A pilot is a test with a decision point. After delivery, review the results, customer response, time required and profitability. Then keep, change or retire the offer.

Discounts should have a reason

Discounting can be appropriate.

You might offer a reduction for:

• early payment

• a limited pilot

• booking several related services

• a group purchase

• lower-cost delivery

• reduced scope

• a strategic seasonal promotion

The discount should change something commercially meaningful.

Be cautious with reductions offered simply because the customer hesitates.

If a buyer learns that expressing uncertainty produces a lower price, you have trained her well.

Before cutting the price, ask what the objection actually is.

Perhaps she does not understand the result. Perhaps the problem is not urgent. Perhaps the offer contains more support than she needs. Perhaps she cannot afford it. Perhaps she is not the intended customer.

A lower price will not repair every one of those issues.

Sometimes the right response is to reduce the scope rather than selling the same work for less.

For example:

The full service is £1,200. If you only need the assessment and written recommendations, I can offer that as a separate £650 project.

The customer pays less and receives less. The economics remain understandable.

Do not apologise for the number

Notice what happens when you state your price.

Do you immediately explain how much work is included?

Do you offer instalments before the customer reacts?

Do you add a surprise bonus?

Do you say “but I can be flexible”?

Do you lower your voice as though you have just disclosed involvement in a minor financial crime?

State the price and stop speaking.

For example:

The fee for the five-session Fast-Track is £1,000. That includes the opportunity assessment, five private sessions, your completed offer and a practical customer test.

Then allow the customer to respond.

Questions are not rejection. Silence is not necessarily outrage. People often need a moment to consider a purchase.

You can explain the value without defending your right to charge.

Work backwards from capacity

Your available time places a limit on the number of customers you can serve.

Suppose you can dedicate 20 hours a month to delivery.

If each customer requires ten hours, your capacity is two customers.

If your monthly revenue target is £2,000, the offer needs to generate approximately £1,000 per customer before allowing for expenses and profit requirements.

Pricing the service at £300 would require nearly seven customers to reach the same revenue. Delivery would require approximately 70 hours.

The plan has failed before marketing begins.

You have several options:

• increase the price

• reduce the delivery time without weakening the result

• change the delivery model

• add a group format

• remove unnecessary support

• develop a lower-touch product

• change the income target

• choose a different offer

This is not about squeezing more money from customers.

It is about making the numbers match reality.

A business intended to give you greater freedom should not require three times the hours you have available.

A practical framework for setting the first price

Use the following process before placing a number on the sales page.

Step 1: Define the complete offer

Write down:

• who it is for

• the problem

• the promised result

• the delivery method

• everything included

• what is excluded

• the timescale

• the support provided

You cannot price an offer that is still expanding every time you describe it.

Step 2: Estimate the full delivery time

Include work before, during and after direct customer contact.

Then add a reasonable buffer.

If you estimate seven hours, you may initially budget eight or nine until you have evidence from actual delivery.

Step 3: Calculate direct costs

List every expense associated with one sale.

Use realistic amounts rather than assuming miscellaneous costs will somehow become emotionally supportive and pay themselves.

Step 4: Allocate overheads

Estimate the monthly cost of operating the business and the number of sales expected to carry it.

The allocation does not need to be mathematically perfect. It does need to prevent you from treating overheads as imaginary.

Step 5: Decide what your time must earn

Choose a minimum sustainable return for delivery time.

This is not necessarily the rate you advertise. It is an internal check.

Consider:

• your experience

• the nature of the work

• alternative uses of your time

• the amount of unpaid business activity

• the income goal

• the level of responsibility

• the market you serve

Step 6: Add profit and contingency

The price should leave something after paying for delivery.

Decide how much room the business needs for unexpected costs, development and profit.

Step 7: Compare the result with the market

Research comparable offers.

If your calculated price is far above the market, investigate why.

Perhaps your delivery is unnecessarily expensive. Perhaps you have included too much. Perhaps you are serving a market that does not value the level of support. Perhaps your offer produces a more significant result and needs stronger evidence to justify the difference.

If your price is far below comparable offers, investigate that too.

You may have missed costs, underestimated the value or chosen a business model that relies on unsustainable volume.

Step 8: Test it with real customers

Present the complete offer and the actual price.

Do not ask, “Would you pay for something like this?”

Ask for a meaningful action.

Invite the person to buy, apply, book or pay a deposit.

People are generous with hypothetical money. Pricing evidence begins when a real transaction is possible.

A worked example: pricing a service beyond the session time

Imagine a 52-year-old former finance manager creating a cash-flow review for independent consultants.

Her offer helps consultants understand where their money is going, identify upcoming shortfalls and build a simple 90-day cash plan.

She initially wants to charge £250 because the main consultation lasts 90 minutes.

Then she maps the complete delivery:

• initial enquiry and administration: 30 minutes

• review of financial information: two hours

• preparation of the cash-flow analysis: two hours

• 90-minute consultation: 1.5 hours

• written recommendations: one hour

• follow-up questions: 30 minutes

The service requires approximately 7.5 hours.

Direct software and payment costs amount to £15 per customer.

At £250, the remaining revenue is £235 before overheads and tax. That is approximately £31.33 per delivery hour.

She also needs time for marketing, sales conversations, bookkeeping and running the business.

Her goal is to generate £2,000 a month from the service while working no more than 30 delivery hours.

At the original price, she would need eight customers to reach £2,000 in revenue. Delivery would require approximately 60 hours.

The model cannot meet both her income and time goals.

She reviews the offer.

The written recommendations repeat much of what is already covered in the analysis. She replaces the separate report with a structured cash-flow template completed before the consultation.

She also changes open-ended follow-up support to one scheduled 30-minute review.

The revised delivery time is six hours.

She researches comparable financial coaching and consultancy offers, speaks to consultants in her network and tests a pilot price of £650.

At four customers a month, the service generates £2,600 in revenue and requires approximately 24 delivery hours.

After direct costs of £60, £2,540 remains before overheads, tax and profit allocation.

This is not automatically the final price. She still needs to deliver the pilot, measure the real time involved and examine customer response.

But the new model has a plausible connection with her goal.

The original £250 price felt easier to state. It would also have required a working schedule she specifically did not want.

Pricing exposed the problem before the business filled her calendar.

How to know whether the price is too low

Possible warning signs include:

• customers say yes immediately but delivery feels increasingly heavy

• you resent reasonable customer requests because there is no room in the fee

• one revision destroys the profit

• you need more customers than you can physically serve

• you avoid marketing because every new sale creates too much work

• you rely on unpaid evenings to complete delivery

• the income goal remains distant despite being busy

• you cannot afford support, tools or improvements

• you frequently describe the current price as “just for now”

• the business only works if you do not count your time

A full diary can disguise a weak price.

Being busy proves that work is happening. It does not prove that the work is financially worthwhile.

How to know whether the price may be too high

A higher price is not automatically ambitious, premium or strategic.

It may simply be unsupported.

Look for signs such as:

• suitable customers understand the offer but consistently choose credible alternatives

• the promised result is too small for the fee

• the price assumes evidence or reputation you have not yet established

• the offer requires little support but is priced like a high-touch service

• the intended customer cannot normally authorise that level of spending

• buyers need a much faster or more measurable result

• your explanation relies heavily on vague language about transformation

• the price was chosen mainly because somebody online said to “charge your worth”

Your worth is not being priced.

An offer is.

If the market resists the price, investigate the whole proposition before concluding that customers are cheap or that you need to become more confident.

The customer, problem, result, evidence, delivery and buying process may all affect the response.

Your first price does not have to be permanent

Pricing is a decision based on current evidence.

You can change it when you learn:

• how long delivery really takes

• which parts customers value most

• what support they actually use

• how easily the offer sells

• what alternatives they compare it with

• which results you can demonstrate

• how many customers you can serve

• what the business needs to remain profitable

Do not alter the price after every conversation.

One person saying “That is expensive” is not comprehensive market research. It is one person saying the price feels high to her.

Look for patterns.

If suitable customers repeatedly understand the value and buy easily, there may be room to increase the price.

If customers buy but delivery consistently costs more than expected, the price or scope must change.

If customers do not buy, determine whether price is truly the issue before reducing it.

Your price should become more informed as the evidence improves.

A pricing worksheet

Use these questions for the offer you are building.

The goal

What amount of revenue do you want this offer to generate each month?

What amount do you need to keep after direct costs?

What is the income intended to fund?

The work

How much time does one customer require before delivery?

How much time is spent directly with the customer?

How much time is required afterwards?

What support, revisions or administration are included?

What delivery time have you forgotten to count?

The costs

What direct expenses are created by each sale?

What payment or platform fees apply?

What monthly overheads must the business cover?

What buffer is needed for mistakes, refunds or unexpected work?

The capacity

How many hours can you realistically give to delivery each month?

How many customers can you serve within those hours?

How much marketing and administration time is also required?

Does the required sales volume fit your available time?

The customer

How important is the result?

What does the unresolved problem cost?

What alternatives are available?

What do comparable offers cost?

What evidence will help the customer trust the offer?

The decision

What is the minimum price at which the offer is worth delivering?

What pilot price, if any, will you test?

What will the standard price be?

What evidence would cause you to raise, reduce or restructure it?

Write down the assumptions behind the number.

That gives you something to test and revise.

A price chosen entirely from instinct leaves you with very little to learn from.

What to do next

Take the offer you created in the previous step and calculate what one sale genuinely requires.

Include the invisible work.

Then work backwards from:

• your income target

• your available delivery time

• your estimated costs

• the number of customers you can realistically serve

Choose a price that creates a plausible business.

Present the complete offer to five suitable potential customers. State the number clearly and give them a real opportunity to buy.

Do not lower it during the first uncomfortable silence.

If the offer does not sell, collect evidence before making changes. Find out whether the problem is the price, the result, the customer, the timing, the trust or the way the offer is delivered.

Your fastest path is not simply the route to receiving money.

It is the route to creating income that remains worth earning after the work begins.

Want help pricing the offer around the income you actually want?

The Fabulous 50 Fast-Track gives you five private sessions to identify the strongest opportunity within your skills, ideas and underused business assets, then turn it into an offer you can test.

Together, we will examine what the offer requires, what the customer is buying and whether the price creates a realistic route to your Fabulous 50 Fund.

You leave with one clear offer, a price you can explain and a practical test with suitable potential customers.

About Taheera Lovell

Taheera is the founder of The Fastest Path and an experienced entrepreneur, strategist and problem-solver. She helps ambitious women turn existing skills, ideas and business assets into practical income for what they want next.

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